1.

INTRODUCTION
Human Resource management (HRM) is concerned with the people dimensions in management. Since every organization is made up of people, acquiring their services, developing their skills, motivating them to high level of performance and ensuring that they continue to maintain their commitment to the organization are essential for achieving organizational objective. This is true regardless of the type of organization, government, business, education, health, recreation, or social action. Getting and keeping good people is critical to the success of every organization whether profit or non-profit, public or private. The Importance of Management is being increasingly realized in industrial and non-industrial organization both in India as well as in abroad. The role of management is multipurpose. Management is getting things done through others. It helps in effective and optimum utilizations of resources like men, materials, money, machines, methods & markets. The growth and development of any organization depends not only on the organization policy structure but quality of work. The quality of the work force can be judged very effectively by the management tool called Training and Development. It is such an important tool that it can convert unskilled employees to skilled employees. Training and Development helps in determining the degree of success in achieving the program objectives and to prepare a cost benefit of the training effectiveness. Besides yielding information on the training program it may also yield information on the trainees, their propensity to learn and readiness to apply what is learnt on the job conditions.

CEMENT INDUSTRY

1.1 INDUSTRY PROFILE

Introduction Cement is a key infrastructure industry. It has been decontrolled from price and distribution on 1st march 1989 and deli censed on 25th July 1991, however the performance of the industry and prices of cement are monitored regularly. The constraints faced by the industry are reviewed in the infrastructure co ordination committee meetings held in the cabinet secretariat under the chairmanship of secretary its performance is also reviewed by the cabinet committee on infrastructure. Capacity and Production The cement industry comprises of 125 large cement plants with an installed capacity of 148.28 million tones and more than 300 mini cement plants with an estimated capacity of 11.10 million tons per anum. The cement corporation of India, which is a central public sector undertaking, has 10 units. There are 10 large cement plants owned by various state Govt. the total installed capacity in the country as a whole is 159.38 million tones. Actual cement production in 2002-03 was 116.35 million tones as against a production of 106.90 million tons in 2001-02 registering a growth rate of 8.84%. Keeping in view the trend of growth of the industry in previous years, a production target of 126 million tones has been fixed for the year 2003-04.During the period April-June 2003 a production was 3130 million tones. The industry has achieved a growth rate of 4.86 percent during this period.

Exports Apart from meeting the entire domestic demand, the industry is also exporting cement and clinker. The export of cement during 2001-02 and 2003-04 was 514 million tones and 6.92 million tons respectively. Export during April may 2003 was 135 million tones; Major exporters were Gujarat Ambuja Cements Ltd and L & T ltd.

For the development of the cement industry Working Group on cement industry was constituted by the Planning commission for the formulation of x five year plan. The working Group has projected a growth rate of 10% for the cement industry during the plan period and has projected creation of additional capacity of 40-62 million tones mainly through expansion of existing plants. The working Group has identified following thrust areas for improving demand of cement. Further push to housing development programmes promotion of concrete Highways and roads and use of ready mix concrete in large infrastructure projects, further in order to improve global competitiveness of the Indian cement industry, the Department of Industrial Policy & Promotion commissioned a study on the global competitiveness of the Indian industry through an organization of international repute viz KPMG consultancy Pvt ltd. The report submitted by the organization has made several recommendations for making the Indian cement industry more competitive in the international market. The recommendations are under considerations. Technological change Cement industry has made tremendous strides in technological up gradation and assimilation of latest technology. At present ninety three percent of the total capacity in the industry is based on modern and environment friendly dry process technology and only seven percent of the capacity is based on old wet and semi-dry process technology. There is tremendous scope for waste heat recovery in cement plants and thereby reduction in emission level. One project for co-generation of power utilizing waste heat in an Indian cement plant in being implemented with Japanese assistance under green Aid plan. The induction of advanced technology has helped the industry immensely to conserve energy and fuel and to save materials substantially. India is also producing different varieties of cement like Ordinary Portland Cement (OPC) Portland Pozzolana Cement (PPC) Portland Blast Furnace slag Cement 3

(PBFS),oil well cement, Rapid hardening Portland Cement, Sulphate Resisting Portland Cement, White cement etc. Production of these varieties of cement conform to the BIS specifications.

HISTROY OF CEMENT
The search for men made bonding materials began with human Endeavour to mimic the habits gifted by nature. Situations changed with growth in population, during Paleothic age men used to enjoy adequate shelter provided by nature. The Bronze age also witnessed the use of air hardening line. This obviously linked with the discovery of fire and chanced calumniation of limestone in some forest tracks. In the evolutionary process the Phoenicians perfected the practice of Morta fro preparation with the burnt lime and volcanic ash. The use of lime and its preparation was handed over generation to generation to present times. Modern Portland cement was invested by Joseph Aspasia of Leeds in the year 1824 abd tues was patented as Portland because of its hardening this used to look like stone isle of Portland. In modern technology cement may be defined as follows. the word cement means bond and materials possessing binding. That is cementing porperly is called cement. Cement is used in construction indsutry is a fine in organic powder inherent, cohesive and adhesive properties. It is hydralic mateial, which sets and hardens an addition of water and impacts strength to the structure.

EVOLUTION OF CEMENT OF INDIA;

The attempt to produce cement in india dates back to 1889, when a calcutta based firm attempted to produce Agrillsaceouskankara. The first organized attempted as made to prude cement to mass scale was attempted in 1904 by south indian industries limited. The growth continued and in 1936 eleven companies emerged to form associated cement companies (ACC) the formation of concrete association in india in 1927 Helped to populatize the use of indigenous cement. By 1947 have 23 cement plants with a capacity of 2.2 million tones per annum to meet the ever increasing demand of cement.

CEMENT INDUSTRY IN INDIA

Cement industry is one of the main beneficiaries of the infrastructure boom. While on the one hand several big nad small companies are actively considering expansion plans in anticipation of further growth in demand oc cement, on the other, a phase of acquisitions and mergers among the existing players is also not being ruled out in the immediate future. The present scenario of the indian cement industry the mini cement units faring in terms oc capacity Implementation and margins. The present scenario of cement industry is very good in terms of demand and with the prices going above RS 160 to RS 180 everywhere. Most importantly the gap between the demand and supply does not exist by longer in any part of the country. Domestic comsumption with 11 percent increase and exports keeping up with the last year levels, the indian cement industry is expected to cross 150 million tonnes in dispatches, including domestic consumption, and exports during 2005-06 from all plants put together. Including mini cement plants. Mini cement plants everywhere are operating at 100 percent capactiy implementation the margins are improving in line with others. There is change in the pattern of consumption among the important regions and also in the pattern of movement of cement across the states. Cement consumptions are as follows: south 30 percent (26 percent) East 17 percent (17 percent), North 20 percent (21 percent) Central 16 percent (17 percent) and West 18 percent (20 percent) The figures for the cement year are for April-november period while the figures in brackets represent full year for the year 2004-05 also there is an increase in the consumption of PPC cement from 48 percent to 50 percent. Todays cement from Andhra is going all over india including Assam, Meghalaya , Jharkhand , Orissa , West Bengal , Chattisgarh , Gujrat and Maharashtra. More cement is likely to flow into Tamil Nadu from the state in view of cut in sales tax. Any further increase in demand in the south india will benefit the cement industry here. Cement movement from gujrat to mumbai is also coming down due to 5

exports while cement movements from Orissa into Andhra has stopped and in fact, cement is flowing into Orissa as well. The housing sectors are contributing the most to the demand for cement in Andhra as well as other southern states. The current demand here and is there any scope for its further growth in the next one year. Earlier in 2004-05 the housing sector alone consumed 65 percent of the total demestic consumption. With the launch of several infrastructure projects. The housing consumption may come down amy come down to 55 percent as the infrastructure and other sectors are expected to move up to 45 percent from the present 35 percent. Still the main sector of consumption continues to be housing including commercial space, occupying more than 60 percent. The current demand in the state for 2005-06 is expected to cross 15 million tonnes. (11.5 million tonnes) we expect the demand here to go past the 17.5 million mark in 2006-07 in view of irrigation and infrastruture projects being taken up in the state. The development activity in Hyderabad alone will give rise to an additional demand of 2-3 million tonnes a year with major projects like outer ring road, satellite township and international airport creating a hugt demand for cement. Weaker sections housing construction of public toilets schools in rural areas apart from several private and public infrastruture projects will also give tremendous boost to the cement consumption in the state. Most importantly irrigation projects worth nearly Rs 1 lakh crore, will trigger unprecedented demand for the next 5-7 years. Several companies are announcing expansion plants, this will impact on the margins. This is because up to 2008, about 21.5 million tonnes capacity is expected to be added by expansions. This years domestic demand will be 140 million tonnes. Now that the GDP is expected to grow to 8 percent, growth in the cement consumption is also expected to remain above 12 percent per year. This means we need an additional 50 million tonnes for the next time years. So it clearly shows that the proposed expansions will not impact the margins.

Demand for cement in south will be more in the coming years in view of better infrastruture required for the IT companies and their professionals.of all the regions south is the largest producer as well as the longest consumer with 32 percent of the countrys cement being produced and dispatched from the region. Cost competitive The indian cement industry is 70 year old. Some of the latest installations are the best in the world. Unlike in the past, today the best technology is available. As a result all the cement plants in the state are operating at 100 percent capacity implementation and with improved bottom lines. The logistics cost for AP companies in meeting the local demand is less compared to other states since cement plants are scattered all over the state. Earlier the local demand was hardly 30 percent of the capacity and theprices in other parts of the country wre also not attractive due to transport costs. Now the local demand is more than 60 percent of the capacity and the prices elsewhere in the country are reaching the viable levels of Rs.180 to Rs.200 per bag. So now the logistic costs as not coming in the way of AP players to dispatch cement to distant places. Also as limestones is available only in some states like AP, we will always enjoy the benefit. At a time when Andhra had surplus supplies the upcountry cement companies used to dump their surplus whenever the prices werer high in the state and eat into the profits of local players. Now, with the demand shooting through the roof all over the country. We do not forsee any such threat in future. The most important factor for better prices is consolidation of the industry. It has begun and we will see more consolidation in the next years. This time price war would be waged for acquisition of cement plants.

1.2 COMPANY PROFILE Ultra Tech Cement Limited

Ultra Tech Cement limited was formed effective july 2004. With the demerger of cement division from Larsen & Tourbo Limited and was taken over by the Aditya Birla Group and got maerged into A.V Birla Group of industries. Ultra Tech Cement Limited is a technology driven company with leading edge capabilities in fields related to infrastruture and basic industries in terms of main stream criteria viz., sales, profits , assets and market capitalization, Ultra Tech Cement Limited ranks among top ten in india private sector. The company is also ranked high by less tangibles yardsticks such as intellectual capital and brand worth. Ultra Tech Cement limited and its subsidiaries has manufacturing facilities at 10 locations in india and 3 terminals including one at sri lanka. Almost all the factories have secured 180-9001 , 14001 , 18001 , (0H8A8) and other certificates of highest order. Ultra Tech Cement limted distribution and services out reach underlines its strong customr orientation. The network extends to virtually evry district in the country. A concern for the environment is an integral part of the company vision. Ultra Tech Cement limited is commited to growth is consonance with the ecology and the needs of the communities it serves. Ultra Tech Cement limited is india largest cement producer. With a manufaturing capacity of over 16 million tones per year. Ultra Tech Cement limited manufactures and markets.

Ordinary portland cement 43 grade / 53 grade Portland blast furnace slag cement Portland pozzolana cement Rapid hardening portland cement Sulfate resistant cement

Ultra Tech Cement plants are located at : 1. Awarpur cement works Awarpur, Maharashtra 2. Hirmi cement works 3. Gujrat cement works Hirmi, Madya pradesh kovaya, Gujrat

4. Andhra Pradesh cements works Tadipatri, Andhra pradesh Ultra Tech Cements grinding units are located at: 1. Jarsuguda 2. Arakkonam 3. Durgapur orissa Tamil nadu West bengal

Ultra Tech Cement limited subsidiaries: Cement Plants: Narmada cement company limited Gujrat Grinding Units: Magdalla Ratnagiri Gujrat Maharashtra

Ultra Tech Cement terminals are located at : Navy Mumbai Mumbai Karnataka Sri lanka

Mangalore terminal Ultra tech Ceylinco

1.2.1.COMPANY OVERVIEW The Aditya Birla Group

Driving the growth of the aditya birla group is 1, 00,000 committed employees, spread over 25 countries across the globe. The diversity of location, language and culture blends seamlessly into a common work ethos, which hinges on fostering excellence, recognizing and rewarding entrepreneurship. We believe in empowerment delegation and calculated risk taking. Our ongoing Endeavour is to create an organizational ambience where talent can bloom. To do so we strive to make the workplace a source of creativity, innovation and one that makes work meaningful. We ensure that all of our policies forward looking initiatives and goals are fully communicated to all employees and that they understand and relate to these. Our commitment to our people is reflected in the sense of belonging and pride every employee feels towards the group and the passion and commitment they bring to their work. The Aditya Birla Group is India first truly Multinational Corporation. Global in vision, rooted in Indian values, the Group is driven by a performance ethic pegged on value creation for its multiple stakeholders. A US$ 24 billion conglomerate with a market capitalization of US$ 31.5% billion, our operations span 20 countries across six continents. Headquartered in Mumbai, India over 50 percent of the Group revenues flow our operations around the world. The group nurtures a work culture where success is built on learning and innovation. A premium conglomerate the Aditya Birla Group is a dominant player in all of the sectors in which it operates. Such as viscose staple fiber non-ferrous metals, cement, viscose filament yarn, branded apparel, carbon black, chemicals, fertilizers , sponge iron , insulators and financial services retail market , telecommunications

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Global and National:

Worlds most cost efficient Aluminum and Copper producer No 1 in viscose staple fiber producer 3rd largest producers of insulators 4th largest producer of carbon black 11th largest cement producer globally Best energy efficient Fertilizer Plants Largest cement producer Ultra tech Premier branded garments player Grasim suiting 2nd largest producers of viscose filament yarn Leading player in life insurance and assets management Birla sun life and Mutual Fund

Andhra Pradesh cements works:

The Ultra Tech Cement limited, Andhra Pradesh cement works is located at 360 kms. South of Hyderabad in the state of Andhra Pradesh in south India. Along with the grinding unit at arakkonam it has a capacity of 3.6 million tons of cement per anum. The plant is ideally suited to cater to the market in Andhra Pradesh, Karnataka , Tamil nadu and Kerala. Ultra Tech Cement limited selected TADIPATRI for setting up its Andhra Pradesh cement works. Because there is huge limestone deposit and the quality of limestone is considered to be extremely good. Also, other corrective/additive materials such as iron ore. Latrite and gypsum required in cement production are available nearby. In addition tadpatri is well connected by railway line roads. The chennai-mumbai railway lines run close to Ultra Tech Cement limited plant. A peculiarly of Ultra Tech Cement limited APCW is that its mines fall in Kurnool district while the plant is Ananthpur district. The cement plants installed capacity is 2 million tons per annum (Mtpa). (PCW project started with a prospecting license in March 1992 followed by a mining lease in June 1993. When various formalities were completed, action shifted from the 11

drawing board to the project site with the first association commencing in November 1995. Due to excellent co-operation from the government of AP . APCW did not face many problems while setting up the plant. This plant has been set up with the coordinated efforts of all its business, groups which minimized the problems during execution stage. Even the acute shortage of power in the state did not hamper the construction activities. The construction was completed totally with the help of diesel generating sets. In view of the expected power shortage. APCW is provided with two diesel generator sets of 24.6 MW (Le 2*12.3 MW) which is around 60 percent of total power requirement of the plant.

Plant capacity
Even though the plant has started with an installed capacity of 6000 TPD, later on the capacity has been enhanced to 8000 TPD APCW caters to the cement users in the southern part of India. It is ideally located as far as the market is concerned.

Unique features of APCW:

Only cement plant in Ultra Tech Cement limited, with a split location of entire main plant on top of a hillock and the plant down the hall. One of the plants using minimum energy for cement manufacturing. Only plant where the entire cement loading rake of 40 wagons can be placed on one stretch constructed on engine on load concept. The REC chimney at the plant is the tallest in the Indian cement industry. It has two vertical raw mills (Atox 50) having a roller diameter of 5 M these are the biggest mill sin the country. First unit to implement computerized billing for cement loading.

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Cement Machinery:
Complete range from crushing to packing plants are supplied by Larsen & turbo Machinery division. In collaboration with F.L.Smitdth & co., Denmark. Presently the largest capacity of 8000 TPD in a single line production in India. Vertical roller mills for raw materials and cement grinding. Fuel efficient pyre-processing systems. High pressure roller presses for cement mill for cement grinding. Modern Duo flex burner for efficient flame control. Hydraulic drive coolax cooler with new generation CIS cooler inlet. Efficient pollution control equipment like ESPs Bag houses and reverse air bag house at appropriate locations. CEM scanner for kin refractory management. QCX for meal blending and quality control. Fuzzy logic system for plant optimization. Cool scanner for monitoring coolax cooler. The plant is certified by DNV of Netherlands as an ISO 9001, ISO 14001, and OHSAS 18001 companies. APCW manufactures ordinary Portland cement, Portland pozzolana cement and Portland blast furnace slag cement, which is distributed through a wide network of authorized stockiest.

Process of cement manufacturing.

Limestone if the major raw material in cement and is mined from captive mines and crushed to the desired size fraction at a rated output of 1200 TPH. APCW is having two vertical roller mills of rated capacity 265 tph @20 percent residue on 90 micron sieve, each for raw material grinding. The raw meal is transported by bucket elevator system to 22.4 media C.F (control flow) silo with a capacity of 2100m3. The coal used at APCW is either imported from south Africa / Australia / Indonesia / china or procured indigenously. The coal required for burning into the rotary kiln and calciner is pulverized in a vertical coal-mill with a capacity 71 tph at a fineness of 15 percent on 90 micron sieve. The coal meal is stored in two fine coal bins one for kiln firing and the other for calciner firing. The coal meal is deducted through a bag filter. 13

The raw meal is taken to the top of the six stage pre-heater by bucket elevators and fed into the kiln and calciner strings where heat transfer is done by counter demand method up to 95 99 percent degree of calcinations is achieved before being fed into the rotary kiln for further processing. The output of kiln is called clinker, which is then cooled, in a cooler. The air cooled clinker is then transported through a deep pan conveyor to the two clinker silos which each having capacity to store 1.50.000 tons and 57.000 tons of clinker respectively. The raw mills and the rotary kiln system exhaust gases are deducted through Reverse Air Bag house. The final stage is grinding of clinker and other additives into cement. There are two cement mills with Roller Press of capacity 161 tph (on OPC basis) at a specific surface of 3000 cm2/gm each. The mills are deducted / vented through ESP (Electrostatic Precipitators). APCW manufactures OPC, PPC & PSC. At APCW there are six silos of 4600m3 storage capacity for storing the cement. The cement is packed in bags with the help of six electronic packers operating round the clock. The packed cement is dispatched to various destinations by road and rail. Jet pulse filters do deducting of the packing machines. The material handling conveyors at transfer points in the plant are vented / deducted through dust collectors. Some of the clinker is transported to Arakkonam grinding unit by railway wagons as per the requirement at their end.

Land area of APCW:

Plant 549.86 acres Mines 2587 acres

Township 140 acres Railways 169 acres STP 9 acres

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Manpower Based on requirement of individual departments. Head of that department is asked to give information to man power planning department regarding the number of persons required. The departmental heads assess their requirements based on the available departmental job description to ensure role clarity and to avoid role ambiguity. The central personnel Dept. carries out the recruitment process. The total employees in APCW are 440 covering all departments as on 10.05.2007. there are nearly 500 contract labors working every day on casual basis.

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HR in Ultra Tech Cement Limited: Human Resources

Ultra Tech Cement limited probably is the first organization in India to introduce an integrated HRD system in the year 1975 with the introduction of Performance Appraisal Feedback & Counseling Systems. PA includes sub systems like: Potential appraisal Training and development Employee counseling and Career planning and development

People management at Ultra Tech Cement limited

Employee Delight is the key to customer Delight is the conviction of Ultra Tech Cement Limited. Ultra Tech Cement limited residential management development center offers employees the opportunities for knowledge enhancement and learning through self study and introspection. The faculty is drawn from Indias premier management institutes. Ultra Tech Cement limited has also found a place for itself as the only Asian member of benchmarking forum for American Society for Training and development (ASTD). Self learning facility comprising of programs on CD-ROMS enables employees to work at their own place.

Functions of HR:
Recruitment and selection Induction Performance management Employee welfare Training and development Employee motivation 16

Administrative activities

RECRUITMENT AND SELECTION

Department wise Salary structure Selections are based on need Candidates selected by campus interviews and through sites like naukri.com

INDUCTION PERFORMANCE MANAGEMENT SYSTEM: Employee are given different objectives and their results are reviewed Midterm evaluation Final review Promotions and increments The immediate superior employee shall appropriate the proficiency and the performance of employees annually. The appraisal for O & S staff shall be carried out through performances review and development (based on guidelines of performances appraisal manual issued by corporate HRD department) During this appraisal one behavior competency and one technical competency (function/product related) to be developed through training shall be identified and the same shall be compiled in the training needs assessment for O & S employees, after compilation of the training needs a copy of the same be sent to Ultra Tech Cement division. The training needs in respect of all employees may be amended as per the requirement of the person on proposal of concerned champion in consultation with personnel and administration SET during any time in the year. Facilitator may nominate any employee of hi AET/SET to attend any training program either external or internal as not identified in the training needs depending

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upon the contents of the program, usefulness of the program, need of the employee for attending the program.

EMPLOYEE RELATIONS AND OFFICE TIME Salaries, attendance etc Manage contract labor

WELFARE ACTIVITIES IN APCW Canteens In plant Transport facilities inside the plant

ADMINISTRATIVE ACTIVITIES; General Office Schools Transport Medical centre Township management Clubs Cultural Rural development Fax machines, telephones, furniture

1.2.2 Vision Statement 18

To be a premium global conglomerate with a clear focus on each business. 1.2.3 Mission Statement To deliver superior value to our customers, shareholders, employees and society at large.

1.2.4 Values Integrity honesty in every action Commitment Deliver on the promise Passion energized action Seamlessness Boundary less in letter and sprit Speed one step ahead always. .

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1. THEORETICAL CONCEPTS

2.1. Introduction to Training

Definition : It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviors to enhance the performance of employees. Training is activity leading to skilled behavior. It's not what you want in life, but it's knowing how to reach it It's not where you want to go, but it's knowing how to get there It's not how high you want to rise, but it's knowing how to take off It may not be quite the outcome you were aiming for. but it will be an outcome It's not what you dream of doing, but it's having the knowledge to do it It's not a set of goals, but it's more like a vision It's not the goal you set, but it's what you need to achieve it Training is about knowing where you stand (no matter how good or bad the current situation looks) at present, and where you will be after some point of time. Training is about the acquisition of knowledge, skills, and abilities through professional development.

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2.2 Importance of Training and Development: Optimum Utilization of Human Resources:

Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals.

Development of Human Resources: Training and Development helps to provide an opportunity and broad structure for the development of human resources' technical and. behavioral skills in an organization. It also helps the employees in attaining personal growth.

Development of skills of employees: Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees. Productivity: Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal. Team spirit: Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees. Organization Climate: Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers. Quality: 21

Training and Development helps in improving upon the quality of work and work-life.

Healthy work-environment: Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal. Health and Safety: Training and Development helps in improving the health and safety of the organization thus preventing obsolescence. Profitability: Training and Development leads to improved profitability and more positive attitudes towards profit orientation.

2.3.Training Methods:
There are various methods of training, which can be divided in to cognitive and behavioral methods. Trainers need to understand the pros and cons of each method, also its impact on trainees keeping their background and skills in mind before giving training. Cognitive methods are more of giving theoretical training to the trainees. The various methods under Cognitive approach provide the rules for how to do something, written or verbal information, demonstrate relationships among concepts, etc. These methods are associated with changes in knowledge and attitude by stimulating learning. The various methods that come under Cognitive approach are: Lectures Demonstrations Discussions Computer based training Intelligent tutorial systems Programmed instruction 22

 Virtual reality

Lecture - A Method of Training: It is one of the oldest methods of training. This method is used to create understanding of a topic or to influence behavior, attitudes through lecture. A lecture can be in printed or oral form. Lecture is telling someone about something. Lecture is given to enhance the knowledge of listener or to give him the theoretical aspect of a topic. Training is basically incomplete without lecture. When the trainer begins the training session by telling the aim, goal, agenda, processes, or methods that will be used in training that means the trainer is using the lecture method. It is difficult to imagine training without lecture format. There are some variations in Lecture method. The variation here means that some forms of lectures are interactive while some are not. Straight Lecture: Straight lecture method consists of presenting information, which the trainee attempts to absorb. In this method, the trainer speaks to a group about a topic. However, it does not involve any kind of interaction between the trainer and the trainees. A lecture may also take the form of printed text, such as books, notes, etc. The difference between the straight lecture and the printed material is the trainer's intonation, control of speed, body language, and visual image of the trainer. The trainer in case of straight lecture can decide to vary from the training script, based on the signals from the trainees, whereas same material in print is restricted to what is printed. A good lecture consists of introduction, of the topic, purpose of the lecture, and priorities and preferences of the order in which the topic will be covered. 23

Main Features of Lecture Method some of the main features of lecture method are: Inability to identify and correct misunderstandings Less expensive Can be reached large number of people at once Knowledge building exercise Less effective because lectures require long periods of trainee inactivity

Demonstration Training Method: This method is a visual display of how something works or how to do something. As an example, trainer shows the trainees how to perform or how to do the tasks of the job. In order to be snore effective, demonstration method should be should be accompanied by the discussion or lecture method. To carry out an effective demonstration, a trainer first prepares the lesson plan by breaking the task to be performed into smaller modules, easily learned parts. Then, the trainer sequentially organizes, those modules and prepares an explanation for why that part is required. You will be doing so they understand what you will be showing them. Explains why it should be carried out in that way. The difference between the lecture method and the demonstration .method is the level of involvement of the trainee. In the lecture method, the more the trainee is involved, the more learning will occur. The financial costs that occur in the demonstration method are as follows: Cost of training facility for the program Cost of materials that facilitate training Food, travel, lodging for the trainees and the trainers Compensation of time spent in training to trainers and trainees Cost related to creating content, material

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Cost related to the organization of the training After completing the demonstration the trainer provide feedback, both positive and or negative, give the trainee the opportunity to do the task and describe what he is doing and why. Discussion Training Method: This method uses a lecturer to provide the learners with context that is supported, elaborated, explains, or expanded on through interactions both among the trainees and between the trainer and the trainees. The interaction and the communication between these two make it much more effective and powerful than the lecture method. If the Discussion method is used with proper sequence i.e. lectures, followed by discussion and questioning, can achieve higher level knowledge objectives, such as problem solving and principle learning. The Discussion method consists a two-way flow of communication i.e. knowledge in the form of lecture is communicated to trainees, and then understanding is conveyed back by trainees to trainer. Understanding is conveyed in the form of verbal and non-verbal feedback that enables the trainer to determine whether the material is understood. If yes, then definitely it would help out the trainees to implement it at their workplaces and if not, the trainer may need to spend, more time on that particular area by presenting the information again in a different manlier. Questioning can be done by both ways i.e. the trainees and the trainer. When the trainees ask questions, they explain their thinking about the content of the lecture. A trainer who asks questions stimulates thinking about the content of the lecture. Asking and responding questions are beneficial to trainees because it enhance understanding and keep the trainees focused on the content. Besides that, discussions, and interactions allow the trainee to be actively engaged in the material of the trainer. This activity helps in improving recall. Computer-Based Training (CBT): With the world-wide expansion of companies and changing technologies, the demands for knowledge and skilled employees have increased more than ever, which in turn, is putting pressure on HR department to provide training at lower costs, Many organizations are now implementing CBT as an alternative to classroom based

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training to accomplish those goals. Some of the benefits of Computer-Based Training are: According to a recent survey, about 75% of the organizations arc providing training to employees through Intranet or Internet. Internet is not the method of training, but has become the technique of delivering training. The growth of electronic technology has created alternative training delivery systems. CBT does not require face-to-face interaction with a human trainer. This method is so varied in its applications that it is difficult to describe in concise terms.

Intelligent tutorial system Program instruction

Intelligent Tutorial System (ITS): This Intelligent Tutorial system uses artificial intelligence to assist in training or tutoring the participants. This system learns through trainee responses. Features of Intelligent Tutorial Systems (ITS) It selects the appropriate level of instructions for the participants It guides the trainees It is a text-based system It also evaluates the training program It also improves the methodology for teaching the trainee based on the information It is an interactive system. It determines the trainees level 'of understanding

Intelligent Tutorial System (ITS) comprises of 5 Components: A domain expert also called the expert knowledge base A trainee model stores the information on how the trainee is performing during the training program A scenario generator

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A training session manager - interprets trainee's responses and responds either with tutoring, more content or information.

A user interface - allows the trainee to communicate with the intelligent tutorial System.

Programmed Instruction (PI): Programmed instruction is a Computer-based training that comprises of graphics, multimedia, text that is connected to one another and is stored in memory. Programmed instruction is the procedure of guiding the participants strategically through the information in a way that facilitates the most effective and efficient learning. It provides the participant with content, information, asks questions, and based on the answer goes to the next level of information i.e. if the trainee gives the correct answer; one branch moves the trainee forward to the new information. And if the trainee gives the wrong answer then different branch is activated, talking the trainee back to the review relevant information in more elaborate manner. This method allows the trainees to go through the content according to the individual speed, and capability, Those trainees, who respond better, move through the content rapidly. Programmed Instruction also comes in

Printed form i.e. books Tape Interactive Video Other formats In programmed instruction, trainees receive information in substantial amount

and then tested on their retention of information. If the trainees are not able to retain the information, they are referred back to the original information. If the trainees retain the information, they are referred to the next log of information that is to be learned. Features of Programmed Instruction some of the features of programmed instructions are:

It provides immediate feedback to trainee response

27

It frequently reviews the content It programs small learning steps that results in fewer response errors It allows trainees to move through the content at their own speed, or Capability

It requires frequent active responses by the trainees

Games and Simulations: Games; and Simulations are structured and sometimes unstructured, that are usually played for enjoyment sometimes are used for training purposes as an educational tool. Training games and simulations are different from work as they arc designed to reproduce or simulate events, circumstances, processes that take place in. trainees" job. A Training Game is defined as spirited activity or exercise in which trainees compete with each other according to the defined set of rules. Simulation is creating computer versions of real-life games. Simulation is about imitating or making judgment or opining how events might occur in a real .situation. It can entail intricate numerical modeling, role playing without the support of technology, or combinations. Training games and simulations are now seen as an effective tool for training because its key components are: Challenge Rules Interactivity when it comes to learning.

These three components are quite essential Some of the examples of this technique are:

Trainees can therefore experience these events, processes, games in a controlled setting where they can develop knowledge, skills, and attitudes or can find out concepts that will improve their performance. 28

The various methods that come under Games and Simulations are: Behavior-modeling Business games Case studies Equipment stimulators In-basket technique Role plays

Behavior Modeling: Behavior Modeling uses the innate inclination for people to observe others to discover how to do something new. It is more often used in combination with some other techniques. Procedure of Behavior Modeling Technique In this method, some kind of process or behavior is videotaped and then is watched by the trainees. Games and simulation section is also included because once the trainees see the videotape, they practice the behavior through role plays or other kind of simulation techniques. The trainee first observes the behavior modeled in the video and then reproduces the behavior on the job. The skills that are required to build up are defined A brief overview of the theory is then provided to the trainers Then, trainees are given instructions that what specific learning points or critical behavior they have to watch Then the expert is used to model the suitable behaviors Then, the trainees are encouraged to practice the suitable behavior in a role play or through any other method of simulation. Trainees are then provided with some opportunities to give reinforcement for appropriate imitation of the model's behavior In the end, trainer ensures that trainees appropriately reinforce the behavior on the work place 29

Behavior modeling focuses on developing behavioral and interpersonal skills. This type of method can be used for training in

Sales training Interviewee training Interviewer training Safety training Interpersonal skills training

Business Games Training: With the increase in globalization and changing technologies, many organizations are now moving from board games lo computer based simulations, using interactive multimedia (IM) and virtual reality (VR). Business games are the type of simulators that try to present the way an industry, company, organization, consultancy, or subunit of a company functions. Basically, they are based on the set of rules, procedures, plans, relationships, principles derived from the research. In the business games, trainees are given some information that describes a particular situation and arc then asked to make decisions that will best suit in the favor of the company. And then the system provides the feedback about the impact of their decisions. Again, on the basis of the feedback they are asked to make the decisions again. This process continues until some meaningful results do not came out or some predefined state of the organization exists or a specified number of trails are completed. As an example, if the focus is on organization's financial state, the game may end when the organization reach at desirable or defined profitability level. Some of the benefits of the business games are: It develops leadership skills It improves application of total quality principles It develops skills in using quality tools

30

It strengthen management skills It demonstrates principles and concepts It explores and solves complex problem

Case Study Training Method Case Studies try to simulate decision-making situation thai trainees may find at their work place. It reflects the situations and complex problems faced by managers, staff. HR, CEO, etc. The objective of the case study method is to get trainees to apply known concepts and ideologies and ascertain new ones. The case study method emphasize on approach to see a particular problem rather than a solution. Their solutions are not as important as the understanding of advantages and disadvantages. Procedure of the Case Study Method The trainee is given with some written material, and the some complex situations of a real or imaginary organization. A case study may range from 50 to 200 pages depending upon the problem of the organization. A series of questions usually appears at the end of the ease study. The longer case studies provide enough of the information to be examined while the shorter ones require the trainee to explore and conduct research Lo gather appropriate amount of information. The trainee then makes certain judgment and opines about the case by identifying and giving possible solutions to the problem. In between trainees are given time to digest the information. If there is enough time left, they are also allowed to collect relevant information that supports their solution. Once the individuals reach the solution of a problem, they meet in small groups to discuss the options, solutions generated. Then, the the trainee meets with the trainer, who further discusses

case. Case Study method focuses on: Building decision making skills '

31

Assessing and developing Knowledge, Skills and Attitudes (ICSAs) Developing communication and interpersonal skills

Developing management skills. Developing procedural and strategic knowledge

IN-Basket Technique: In-Basket Technique - It provides trainees with a log of written text or information and requests, such as memos. messages, and reports, which would be handled by manger, engineer, reporting officer, or administrator.

Procedure of the In-basket Technique In this technique, trainee is given some information about the role to be played such as, description, responsibilities, general context about the role. The trainee is then given the log of materials that make up the in-basket and asked to respond to materials within a particular time period. After all the trainees complete in-basket, a discussion with the trainer takes place. In this discussion the trainee describes the justification for the decisions. The trainer then provides feedback, reinforcing decisions made suitably or encouraging the trainee to increase alternatives for those made unsuitably. A variation on the technique is to run multiple, simultaneous in-baskets in which each trainee receives a different but organized set of information. It is important that trainees must communicate with each other to accumulate the entire information required to make a suitable decision. This technique focuses on: Building decision making skills Assess and develops Knowledge, Skills and Attitudes (KSAs) Develops of communication and interpersonal skills Develops procedural knowledge 32

Develops strategic knowledge

Role Play Training Method: Role play is a simulation ill which each participant is given a role to play. Trainees are given with some information related to description of the role, concerns, objectives, responsibilities, emotions, etc. Then, a general description of the situation, and the problem that each one of them faces, is given. For instance, situation could be strike in factory, managing conflict, two parties in conflict, scheduling vacation days, etc. Once the participants read their role descriptions, they act out their roles by interacting with one another. Role Plays helps in Developing interpersonal skills and communication skills Conflict resolutions Group decision making Developing insight into one's own behavior and its impact on others There are various types of role plays, such as: Multiple Role Play: In this type of role play, all trainees are in groups, with each group acting out the role play simultaneously. After the role play, each group analyzes the interactions and identifies the learning point Single Role Play: One group of participants plays the role for the rest, providing demonstrations of situation. Other participants observe the role play, analyze their interactions with one another and learn from the play. Role Rotation : It starts as a single role play. After the interaction of participants,the trainer will stop the role play and discuss what happened so far. Then the participants are asked to exchange characters. This method allows a variety of ways to approach the roles. Spontaneous Role Play: In this kind of role play, one of the trainees plays herself while the other trainees play people with whom the first participant interacted before.

33

Both the methods can be used effectively to change attitudes, but through different means. MANAGEMENT DEVELOPMENT : The more future oriented method and more concerned with education of the employees. To become a better performer by education implies that management development activities attempt to instill sound reasoning processes. Management development method is further two parts:

ON-THE-JOB TRAINING (OJT): The most frequently used method in smaller organizations that is on-the-job training. This method of training uses more knowledgeable, experienced and skilled employees such as mangers, supervisors to give training to less knowledgeable, skilled, and experienced employees. OJT can be delivered in classrooms as well. This type of training often takes place at the work place in informal manner. Some key points on On-the-Job Training On-the-Job Training is characterized by following points It is done on ad-hoc manner with no formal procedure, or content At the start of training, or during the training, no specific goals or objectives are developed Trainers usually have no formal qualification or training experience for training. Training is not carefully planned or prepared The trainers are selected on the basis of technical expertise or area knowledge Formal OJT programs are quite different from informal OJT. These programs are carried out by identifying the employees who are having superior technical knowledge and can effectively use one-to-one interaction technique. The procedure of formal on-the-job training program is: 34

The participant

observes a more experienced,

knowledgeable,

and

skilled trainer (employee)

The method, process, and techniques are well discussed before, during and after trainer has explained about performing the tasks

When the trainee is prepared, the trainee starts performing on the work place The trainer provides continuing direction of work and feedback The trainee is given more and more work so that he accomplishes the job

lawlessly The four techniques for on-the job development are:

Coaching Mentoring Job Rotation Job Instruction Technique (JIT)

COACHING: Coaching is one of the training methods, which is considered as a corrective method for inadequate performance. According to a survey conducted by international Coach Federation (1CF), more than 4,000 companies are using coach for their executives. These coaches are experts most of the time outside consultants. A coach is the best training plan for the CEO's because It is one-to-one interaction It can be done at the convenience of CEO It can be done on phone, meetings, through e-mails, chat It provides an opportunity to receive feedback from an expert It helps in identifying weaknesses and focus on the area that needs improvement This method best suits for the people at the top because if we see on emotional front, when a person reaches the top, he gets lonely and it becomes difficult to find someone to talk to. It helps in finding out the executive's specific developmental needs, The needs can be identified through 60 degree performance reviews..

Mentoring:

35

Mentoring is an ongoing relationship that is developed between a senior and junior employee. Mentoring provides guidance .and clear understanding of how the organization goes to achieve its vision and mission to the junior employee. The meetings are not as structured and regular than in coaching. Executive mentoring is generally done by someone inside the company. The executive can learn a Jot from mentoring. By dealing with diverse mentee's, the executive is given the chance to grow professionally by developing management skills and learning how to work with people with diverse background, culture, and language and personality types. Some key points on Mentoring Mentoring focus on attitude development Conducted for management-level employees Mentoring is done by someone inside the company It is one-to-one interaction It helps in identifying weaknesses and focus on the urea that needs improvement .

Job Rotation:
For the executive, job rotation takes on different perspectives. The executive is usually not simply going to another department. In some vertically integrated organizations, for example, where the supplier is actually part of same organization or subsidiary, job rotation might be to the supplier to see how the business operates from the supplier-point of view. Learning how the organization is perceived from the outside broadens the executive's outlook on the process of the organization. Or the rotation might be to a foreign office to provide a global perspective. For managers being developed for executive roles, rotation to different functions in the company is regular carried out. An organized and helpful way to develop talent for the management or executive level of the organization is job rotation. It is the process of preparing employees at a lower level to replace someone at the next higher level. It is generally done for the designations that are crucial for the effective and efficient functioning of the organization.

Benefits of Job Rotation:

36

Some of the major benefits of job rotation are: It provides the employees with opportunities to broaden the horizon of knowledge, skills, and abilities by working in different departments, business units, functions, and countries Identification of Knowledge, skills, and attitudes (KSAs) required It determines the areas where improvement is required Assessment of the employees who have the potential and caliber for filling the position

Job Instruction Technique (JIT):

Job Instruction Technique (JIT) uses a strategy with focus on knowledge (factual and procedural), skills and attitudes development. Procedure of Job Instruction Technique (JIT) . JIT consists of four steps:

Plan:
This step includes a written breakdown of the work to be done because the trainer and the trainee must understand that documentation is must and important for the familiarity of work. A trainer who is aware of the work well is likely to do many things and in the process might miss few things. Therefore, a structured analysis and proper documentation ensures that all the points are covered in the training program. The second step is to find out what the trainee knows and what training should focus on.

Present:
In this step, trainer provides the synopsis of the job while presenting the participants the different aspects of the work, When the trainer finished, the trainee demonstrates how to do the job and why is that done in that specific manner. Trainee actually demonstrates the procedure .while emphasizing the key points and safety instructions.

Trial:
This step actually a kind of rehearsal step, in which trainee tries to perform the work and the trainer is able to provide instant feedback. In this step, the focus is 37

on improving the method of instruction because a trainer considers that any error if occurring may he a function of training not the trainee. This step allows the trainee to see the after effects of using an incorrect method. The trainer then helps the trainee by questioning and guiding to identify the correct procedure.

Follow-up:
In this step, the trainer checks the trainee's job frequently after the training program is over to prevent bad work habits from developing.

OFF THE JOB TRAINING:

There are many management development techniques that an employee can take in off the job. The few popular methods are:

Sensitivity Training Transactional Analysis Straight Lectures/lectures

Sensitivity Training:
Sensitivity training is about making people understand about themselves andothers reasonably, which is. done by developing in them social sensitivity and behavioral flexibility. . Social sensitivity in one word is empathy. It is ability of an individual to sense what others feel and think from their own point of view. Behavioral flexibility is ability to behave suitably in light of understanding.' Procedure of Sensitivity Training Sensitivity Training Program requires three steps: The trainees become aware of the inadequacy of the old values. This can be done when the trainee faces dilemma in which his old values is not able to provide proper guidance. The first step consists of a small procedure: An unstructured group of 10-15 people is formed. Unstructured group without any objective looks to the trainer for its guidance But the trainer refuses to provide 38

guidance and assume leadership Soon, the trainees are motivated to resolve the uncertainly, Then, they try to form some hierarchy. Some try assuming leadership role which may not be liked by other trainees Then, they started realizing that what they desire to do and realize the alternative ways of dealing with the situation Development of new values: With the trainer's support, trainees begin t o examine their interpersonal behavior and giving each other feedback. The reasoning of the feedbacks are discussed which motivates trainees to experiment with range of new behaviors and values. This process constitutes the second step in the change process of the development of these values.

Refreezing the new ones:

This step depends upon how much opportunity the trainees get to practice their new behaviors and values at their work place. Transactional Analysis: Transactional Analysis provides trainees with a realistic and useful method for analyzing and understanding the behavior of others. In every social interaction, there is a motivation provided by one person and a reaction to that motivation given by another person. This motivation-reaction relationship between two persons is a transaction. Transactional analysis can be done by the ego states of an individual. An ego state is a system of feelings accompanied by a related set of behaviors. There are basically three ego states:

Child:
It is a collection of recordings in the brain of an individual of behaviors, attitudes, and impulses which come to her naturally from her own understanding as a child. The characteristics of this ego are to be spontaneous, intense. Unconfident, reliant, probing, anxious, etc. Verbal clues that a person is operating from its child state are the use of words like "I guess", I suppose", etc. and non verbal clues like, giggling, coyness, silent, attention seeking, etc.

Parent:
39

It is a collection of recordings in the brain of an individual of behaviors, attitudes, and impulses imposed on her in her childhood from various sources such as, social, parents,' friends, etc. The characteristics of this ego are to be overprotective isolated, rigid, bossy, etc. Verbal clues that a person is operating from its parent states are the use of words like, always, should, never, etc and non-verbal clues such as, raising eyebrows, pointing an accusing finger at somebody, etc.

Adult:
It is a collection of reality testing, rational behavior, decision-making, etc. A person in this ego state verifies, updates the data which she has received from the . other two states. It is a shift from the taught and felt concepts to tested concepts. All. of us evoke behavior from one ego state which is responded to by the other person from any of these three states.

Straight Lecture:
Straight lecture method consists of presenting information, which the trainee attempts to absorb. In this method, the trainer speaks to a group about a topic. However, it does not involve any kind of interaction between the trainer and the trainees. A lecture may also take the form of printed text, such as books, notes, etc. The difference between the straight lecture and the printed material is the trainer's intonation, control of speed, body language, and visual image of the trainer. The trainer in case of straight lecture can decide to vary from the training script, based on the signals from the trainees, whereas same material in print is restricted to what is printed. A good, lecture consists of introduction of the topic, purpose of the lecture, and priorities and preferences of the order in which the topic will be covered. Main Features of Lecture Method some of the main features of lecture method are: Inability to identify and correct misunderstandings 40

Less expensive Can be reached large number of people at once Knowledge building exercise Less effective because lectures require long periods of trainee inactivity

TRAINING AND DEVELOPMENT IN ULTRA TECH TRAINING; Required to enhance the skills On the job and behavioral Setting smart goals Competency mapping Instructional study Identification In-house and external

ON JOB TRAINING ARE; INSTRUCTIONAL DESIGN (ID); A-ANALYSE THE NEED D-DESIGN TRAINING D-DEVELOP I-IMPLEMENT E-EVALUATE

INSTRUCTIONAL STUDY Four steps Prepare Present Practice 41

Test

2.4. TRAINING METHODOLOGIES On the job training using condition appraisals: The condition appraisal is carried out as per preventive maintenance schedules and also whenever the equipment is under breakdown. The actual measurement are taken and compared against the ideal values, if there is any variation observed beyond permissible limits the reason for the same is analyzed by the team. The usage of condition appraisals employees diagnosis and correct machinery problem. Training: The why why analysis a systematic approach for probing reasons for an equipment breakdown / failure. The continuous questioning of WHY at each stage for each reason helps in zeroing down to the root cause. The root cause if found to be that of related to skill the same is captured by the SDPT and suitable training program is designed and delivered. The PACT pillar reports monthly the MIS to management in which the number of why why analysis made, number of repetitive stoppages occurred. The why why analysis is meant for fact finding and not aimed at faultfinding. SPLs (Single Point Lesson) The first quadrant I know Second quadrant I have demonstrated Third quadrant I have practiced Fourth quadrant I can teach SOP (Standard operating procedures) Self learning Health education programmes Sales talk E-learning & Sharing of best practices 42

2.5.Training Process Classroom instruction: Each net speed leadership module begins with face to face group instruction facilitated by a certified trainer. You may choose to have one of you may use on of our certified trainers. Employing a stylish and powerfully designed electronic presentation. Participant work nook and detailed facilitator, insightful small group discussion, skills practice sessions and practical application. Participants return to their jobs with relevant tools and an action plan to apply them right away.

4.RESEARCH METHODOLOGY
4.1 Statement of the problem:
Training is a key factor in updating the skill levels of the employees. Due to rapid changes in the present scenario the company needs to upgrade the skills of the employees. Most of the situations while introducing new concepts and techniques managers commonly overlooked on training modules. At ultra tech the technological changes that are happening rapidly since its inception. 4.2.Need for the study: Training is a ongoing process. company is investing huge amounts on training on upgrading their employees skills in turn organization excepting its employees to be high performers .so it it is needed to be assed periodically to make t significant in improving performance levels and it's productivity 4.3.Objectives of the study: To find out the awareness levels of the employees on training programs in the org. To assess the employee opinion on present training methods & programs. To assess the implementation of the training programs. To find out the motivational levels of the employees

4.4.Hypothesis:

43

Employee awareness on the training program influences employee positive opinion towards the training & org.

Effective implementation of the training programs influences employee motivational levels.

4.5.Scope of the study: The study is confined to permanent workmen of the Ultra Tech Cement Ltd, Tadipatri, Anantapur, and therefore the findings may be generalized only to them.

4.6.Sampling Procedure: Sample Unit: Respondents have been selected from different wings of Andhra Pradesh Cement Works. Sample size: Respondents are mostly selected from the Executive level.Sample size is limited to 50 due to availability and the busy scheduled of the employees. Sampling Method: The Sampling Method used was Random Sampling.This Sampling Method was used because of lack of time and lack of through knowledge about the Universe. 4.7. Sources of Data: Primary data Secondary data : : Questionnaire and observation of employees in the org. Company records ,books and internet etc.,

4.8.Designing of Questionnaire: Questionnaire design is prepared on the basis of Likert Scale. Likert Scale: - A statement with which the respondents show the amount of agreement or disagreements. It is developed by utilizing the item analysis approach.Where in a particular item is evaluated on the basis of how well it discriminates between those persons whose total score is high and those whose score is low. 4.9. Data analysis tools: 44

Chi-Square test: Formula:-

2= (Oij-Eij) /Eij

Where O is observed frequency and E is expected frequency. Chi-square test is done to know two attributes are associated or not.And it tests the goodness of fit of the observed frequencies with the expected frequencies. 4.10. Limitations for study: This study only belongs to the Ultra Tech Cement Ltd only. Most of the employees are not willing to express their opinions due to the limited time.

5.1. DATA ANALYSIS & INTERPRETATION

1. The training needs are identified according to the organizational analysis and task analysis Table 5.1.1 Opinion strongly agree agree not decided disagree strongly disagree No.of respondents 10 20 8 10 2 Percentage 20 40 16 20 4

45

45 40 35 30 25 20 15 10 5 0 strongly agree 20

40

20 16

agree

not decided

disagree

strongly disagree

Interpretation: Regarding the identification of training needs based on organizational analysis and task analysis 20% of the respondents strongly agreed, 40% agreed and 20% disagreed and 4% strongly disagreed. From this analysis maximum numbers of respondents are satisfied with identification of training based on organization and task analysis.

2. Location and quality of training programs and facilities are ideal Table 5.1.2 Opinion strongly agree agree not decided disagree strongly disagree No.of respondents 5 24 8 10 3 Percentage 10 48 16 20 6

46

60 50 40 30 20 10 0 strongly agree agree not decided disagree strongly disagree 10 16 20 48

Interpretation: From the above graphical representation 10% strongly agreed, 48% agreed with idealness of the location and quality of training programs. Whereas 20% disagreed and another 6% strongly disagreed. From this analysis we can describe that maximum number of employees are agreeing with the idealness of location and quality of training programmes.

3.Measuring and Monitoring process of job content in this org is effective. Table 5.1.3 Opinion strongly agree agree not decided disagree strongly disagree No.of respondents 10 24 5 7 4 Percentage 20 48 10 14 8

47

60 50 40 30 20 10 0 strongly agree agree not decided disagree strongly disagree 20 10 14 8 48

Interpretation: The above information clearly that 68% of respondents agree that measuring and monitoring process of job content in this organization is effective. 14% disagree and 8% strongly disagree.

4.The present performance appraisal system & merit rating system assess traning needs effectively Table 5.1.4 Opinion strongly agree agree not decided disagree strongly disagree No.of respondents Percentage 8 20 7 10 5 16 40 14 20 10

48

45 40 35 30 25 20 15 10 5 0 strongly agree 16

40

20 14 10

agree

not decided

disagree

strongly disagree

Interpretation: The above graph shows that 40% of the respondents normally agree with the statement. 16% of them strongly agree and 20% of the respondents disagree where as 10% strongly disagree. 5.Every one in the org is informed about the programs that are conducted Table 5.1.5 Opinion strongly agree agree not decided disagree strongly disagree No.of respondents 10 16 6 10 8 Percentage 20 32 12 20 16

49

35 30 25 20 15 10 5 0 strongly agree 20

32

20 16 12

agree

not decided

disagree

strongly disagree

Interpretation: The above statement (everyone in the organization is informed about the programs that are conducted) specifies 32% of the employees agree and 20% strongly agree with the statement. 20% of the employees disagree and 16 strongly disagree. These clearly maximum numbers of employees agree that they are informed about the programs conducted.

6.The objective of training program is clear. Table 5.1.6 Opinion strongly agree agree not decided disagree strongly disagree No.of respondents 10 25 7 6 2 Percentage 20 50 14 12 4

50

60 50 40 30 20 10 0 strongly agree agree not decided disagree strongly disagree 20 14 12 4 50

Interpretation: From the response received from the survey most of the respondents are agreeing that training process objective is clear. Because the graph shows 20% the respondents are strongly agreeing with the statement and 50% are agreeing but only 4% is strongly disagree

7.Training is helpful for career development Table 5.1.7 Opinion strongly agree agree not decided disagree strongly disagree No.of respondents 11 30 1 6 2 Percentage 22 60 2 12 4

51

70 60 50 40 30 20 10 0 strongly agree agree not decided disagree strongly disagree 2 22 12 4 60

Interpretation: Regarding the statement (training is helpful for career development) maximum respondents agree that is 60%, 22% among them agree and remaining 12% disagree. From this maximum number of respondents is accepting that training programs are helpful for their career development.

8.Implementing of off the job training programs n the org is effective. Table 5.1.8 Opinion strongly agree agree not decided disagree strongly disagree No.of respondents 9 19 5 13 4 Percentage 18 38 10 26 8

52

40 35 30 25 20 15 10 5 0 strongly agree 18

38

26

10

agree

not decided

disagree

strongly disagree

Interpretation: From the survey out of 50 respondents 38% of the respondents agreed that implementing of off the job training programs in the organization is effective, 18% strongly agree and 26% more disagree and only 8% strongly disagree with the statement.

9.Training program is helpful for updating competencies skills Table 5.1.9 Opinion strongly agree agree not decided disagree strongly disagree No.of respondents 10 16 12 8 4 Percentage 20 32 24 16 8

53

35 30 25 20 15 10 5 0 strongly agree 20

32 24 16

agree

not decided

disagree

strongly disagree

Interpretation:

Regarding this statement (training program is helpful for updating competencies skills ) 32% of the respondents agreed and 20% strongly agreed and 16% disagreed. This shows respondents agree much with the statement.

10.T&D classes are helpful to perform the new responsibilities and duties Table 5.1.10 Opinion strongly agree agree not decided disagree strongly disagree No.of respondents 8 13 12 11 6 Percentage 16 26 24 22 12

54

30 25 20 15 10 5 0 strongly agree

26

24

22

16 12

agree

not decided

disagree

strongly disagree

Interpretation: For this statement (training and development classes are helpful to perform the new responsibilities and duties) 26% of the employees agree 16% strongly agreed and 12% strongly disagreed. From the analysis it can be understood training and development classes are helpful to perform new responsibilities and duties. 11.Online training programs are available in the org Table 5.1.11 Opinion strongly agree agree not decided disagree strongly disagree No.of respondents 12 26 2 7 3 Percentage 24 52 4 14 6

55

60 50 40 30 20 10 0 strongly agree 24

52

14 4 agree not decided disagree 6

strongly disagree

Interpretation: The above information shows that maximum number of employees 52% are satisfied in regarding the statement (Online training programs are available in the org) 24% strongly agreed and 14% disagreed. Remaining 6% strongly disagreed.

12.Your feedback after training program is valued by the management Table 5.1.12 Opinion strongly agree agree not decided disagree strongly disagree No.of respondents 6 20 4 15 5 Percentage 12 40 8 30 10

56

45 40 35 30 25 20 15 10 5 0 strongly agree 12

40 30

10

agree

not decided

disagree

strongly disagree

Interpretation: The above information shows that maximum number of employees 40% are satisfied in regarding the statement (your feedback after the training program is valued by the management) 12% strongly agreed and 30% disagreed. Remaining 10% strongly disagreed. The analysis shows that maximum number of employees feedback after training program is valued.

13.The factor job requirement influences me to participate in the training Table 5.1.13
Opinion strongly agree agree not decided disagree strongly disagree No.of respondents 10 22 8 7 3 Percentage 20 44 16 14 6

57

50 45 40 35 30 25 20 15 10 5 0 strongly agree 20

44

16

14 6

agree

not decided

disagree

strongly disagree

Interpretation: The above analysis shows that 44% agreed and 20% strongly agreed. Hence it quite clear that the job requirement factor influences the respondents to participate in the training program

14. I am satisfied with the appropriateness of the training courses to my job Table 5.1.14 Opinion strongly agree agree not decided disagree strongly disagree No.of respondents 18 17 2 12 1 Percentage 36 34 4 24 2

58

40 35 30 25 20 15 10 5 0

36

34

24

2 disagree strongly disagree

strongly agree

agree

not decided

Interpretation: From the above table we can say that 34% employees agreed 36% strongly agreed and 24% disagreed and 2% strongly disagreed. The analysis shows that maximum number of employees is satisfied with the appropriateness of the training courses to job need. 15. What are the methods followed while training Table 5.1.15 Opinion coaching lecture seminar job rotation No.of respondents 10 13 15 12 Percentage 20 26 30 24

59

35 30 25 20 15 10 5 0 coaching lecture 20 26

30 24

seminar

job rotation

Interpretation: From the above table 20% of the employees said that coaching method followed while training, 30% of the employees said that seminar method followed while training,

16.How often training is conducted Table 5.1.16 Opinion monthly quarterly half yearly annually No.of respondents 22 11 14 3 Percentage 44 22 28 6

60

50 45 40 35 30 25 20 15 10 5 0

44

28 22

monthly

quarterly

half yearly

annually

Interpretation: From the above table 44% of the employees said that the training is conducted monthly,22% of the employees said that the training is conducted quarterly. From this table we can analyze that the organization will conduct the training programs monthly.

17. Proper training sessions have impact on learning of employees Table 5.1.17 Opinion strongly agree agree not decided disagree strongly disagree No.of respondents 12 19 7 9 3 Percentage 24 38 14 18 6

61

40 35 30 25 20 15 10 5 0 strongly agree 24

38

18 14 6

agree

not decided

disagree

strongly disagree

Interpretation: For this statement (Proper training sessions have impact on learning of employees) 24% of the employees agree 38% strongly agreed and 6% strongly disagreed.

18.Is management trying to update employee skills Table 5.1.18 Opinion strongly agree agree not decided disagree strongly disagree No.of respondents 13 21 4 8 4 Percentage 26 42 8 16 8

62

45 40 35 30 25 20 15 10 5 0 strongly agree 26

42

16 8 8

agree

not decided

disagree

strongly disagree

Interpretation: Regarding the statement (Is management trying to update employee skills)

maximum respondents strongly agree that is 42%, 26% among them agree and remaining 16% disagree. From this maximum number of respondents is accepting that the management is trying to update employee skills

19. The T & D program decrease stress, tension, frustration & conflict among the employees Table 5.1.19 Opinion strongly agree agree not decided disagree strongly disagree No.of respondents 4 13 15 10 8 Percentage 8 26 30 20 16

63

35 30 25 20 15 10 5 0 strongly agree agree not decided disagree strongly disagree 8 20 16 30 26

Interpretation:

For this statement (The T & D program decrease stress, tension, frustration & conflict among the employees) 26% of the employees agree 8% strongly agreed and 20% strongly disagreed.

20.Do you feel T & D program management

improve

relationship between workers and

Table 5.1.20 Opinion strongly agree agree not decided disagree strongly disagree No.of respondents 10 20 9 6 5 Percentage 20 40 18 12 10

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45 40 35 30 25 20 15 10 5 0 strongly agree 20

40

18 12 10

agree

not decided

disagree

strongly disagree

Interpretation: From the above table maximum no. of employees 40% feel that T & D program improve relationship between workers and management , 20% strongly agree, 12% disagree and 10% strongly disagree related to the statement.

21. Proper planning is necessary while training Table 5.1.21 Opinion strongly agree agree not decided disagree strongly disagree No.of respondents 12 18 5 9 6 Percentage 24 36 10 18 12

65

40 35 30 25 20 15 10 5 0 strongly agree 24

36

18 10 12

agree

not decided

disagree

strongly disagree

Interpretation: Regarding the statement (Proper planning is necessary while training) maximum respondents strongly agree that is 36%, 24% strongly agree and 18% disagree, remaining 12% strongly disagree.

22. T & D program helps to handle additional work. Table 5.1.22 Opinion strongly agree agree not decided disagree strongly disagree No.of respondents 13 20 6 10 1 Percentage 26 40 12 20 2

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45 40 35 30 25 20 15 10 5 0 strongly agree 26

40

20 12 2 agree not decided disagree strongly disagree

Interpretation: From the above table 40% of the employees feel that T & D program helps to handle additional work, 26% strongly agree,20% disagree,2% of the employees are strongly disagree to the above statement.

5.2. Hypothesis testing 5.2.1. Hypothesis I H0: Employee awareness on the training programs would not employee positive opinion towards the training & org. H1: Employee awareness on the training programs influences employee positive opinion towards the training & org. OBSERVED FREQUENCY (O):Employee positive opinion Employee Agree Agree Disagree Total 20 5 25 Disagree 14 11 25 Total 34 16 50 67 influences

EXPECTED FREQUENCY(E):Employee positive opinion awarenessEmployee Agree Agree Disagree Total 19.72 9.28 25 Disagree 14.28 6.72 25 Total 34 16 50

sawarenes

2= (Oij-Eij) /Eij
O 20 14 5 11 E 19.72 14.28 9.28 6.72 O-E 0.28 0.28 4.28 4.28 (O-E)^2 0.0784 0.0784 18.31 18.31 Total (O-E)^2/E 0.0039 0.0054 1.973 2.724 4.7063

Degree of freedom = (r-1)(c-1)= (2-1)(2-1)= 1 Table value at 99 % confidence level = 3.85 Calculated value = 4.7063 Calculated value is greater than the table value. So H1 is accepted. And H0 is rejected. 5.2.2. Hypothesis II H0: Effective implementation of the training programs would not influences employee motivational levels. H1: Effective implementation of the training programs motivational levels OBSERVED FREQUENCY(O):Employee Motivation Agree Disagree 18 9 58 15 Total 27 23 68 influences employee

Agree Disagree

Effective Implementation

Total

26

24

50

Effective Implementation

EXPECTED FREQUENCY(E):Employee Motivation Agree Disagree Agree 14.04 12.96 Disagree 11.96 11.04 Total 26 24

Total 27 23 50

2= (Oij-Eij) /Eij
O 18 9 8 15 E 14.04 12.96 11.96 11.04 O-E 3.96 3.96 3.96 3.96 (O-E)^2 15.68 15.68 15.68 15.68 Total (O-E)^2/E 1.116 1.209 1.311 1.420 5.056

Degree of freedom = (r-1)(c-1)= (2-1)(2-1)= 1 Table value at 99 % confidence level = 3.85 Calculated value = 5.056 Calculated value is greater than the table value. So H1 is accepted. And H0 is rejected

6. SUMMARY OF FINDINGS 58 % of the employees are completely satisfied with the location & quality of training programs and facilities are ideal, 16 % of the employees are 69

moderately satisfied, 26 % of the employees are completely dissatisfied about the quality of the training programs. 46 % of the employees feel that the T & D classes are more helpful to perform new responsibilities and duties, 24 % of the employees feel that the T & D classes are helpful at some extent to perform new responsibilities and duties, 30 % of the employees are completely dissatisfied with the T & D classes. 76 % of the employees said that the online training programs are available in the org,20 % of the employees said that the online programs are not available in the org, 4% of the employees having no idea about the online programs. 22 % of the employees said that the training programs will be conducted once in a month.6% of the employees said that the training programs will be conducted once in a year. 72% of the employees feel that the training programs are helpful for carrier development,16 % of the employees feel that the training programs are not helpful for carrier development, 2 % of the employees having no idea . 68 % of the employees said that the management is trying to update the employees skills,24 % of the employees said that the management will not try to update the employees skills. 58 % of the employees feel that the effective training programs will change the behavior of the employees,18 % of the employees having no idea,24 % employees feel that the effective training programs will not change the behavior of the employees. 60 % of the employees feel that the T & D programs improve the relationships between workers & management,22 % of the employees feel that the T & D programs may not be improve the relationships between workers & management. 7. SUMMARY OF SUGGESTIONS Based on the requirements, it is observed that Programming type of training is highly demanded by the industrials employees. 70

 It is suggested by the employees that sufficient time/duration for certain programme should be increased, as employees feel, the duration is very less for certain programme. concentration should be given on measuring Training effectiveness and adopt sophisticated techniques to identify the needs of training which helps in knowing employees requirements Training centre should conduct brainstorming sessions with the managers to identify specific training needs that they can impart it to their sub-ordinates. Training Program should be conducted in such a way that the effectiveness in improving quality of work should be of great extent to all the employees, which increases the quality of products. All the information regarding training Programme/Courses should reach every employee in a systemic way. The employees should not get transferred often from one job to another job after acquiring sufficient knowledge in their relevant work. The personnel department should analyze training feed back regularly from the employees and take remedial measures to improve the same. Outside training should be considered rather attending inside the factory atmosphere, which lacks interest in the employees. The personal department should give high importance to the training by introducing new Methods/Techniques. All the employees should be given computer based trainings related to their work as well as in general to cope with the present scenario. Training should be made compulsory to all the employees of the Organization.

A1.Annexure I

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A study on Training & Development in Ultra Tech Cement Ltd Name Age Sex : : :

Designation : Questionnaire 1.The training needs are identified according to the organizational analysis and task analysis a)Strongly agree c)not decided e)strongly disagree 2.Location and quality of training programs and facilities are ideal a)Strongly agree c)not decided e)strongly disagree b)agree d)disagree () b)agree d)disagree ( )

3.Measuring and Monitoring process of job content in this org is effective. a)Strongly agree b)agree c)not decided d)disagree e)strongly disagree 4.The present performance appraisal system & merit rating system assess training needs effectively a)Strongly agree b)agree c)not decided d)disagree e)strongly disagree 5.Every one in the org is informed about the programs that are conducted a)Strongly agree b)agree c)not decided d)disagree e)strongly disagree 6.The objective of training program is clear. a)Strongly agree b)agree c)not decided d)disagree e)strongly disagree 7.Training is helpful for career development 72

a)Strongly agree b)agree c)not decided d)disagree e)strongly disagree 8.Implementing of off the job training programs n the org is effective. a)Strongly agree b)agree c)not decided d)disagree e)strongly disagree

9.Training program is helpful for updating competencies skills a)Strongly agree b)agree c)not decided d)disagree e)strongly disagree 10.T&D classes are helpful to perform the new responsibilities and duties a)Strongly agree b)agree c)not decided d)disagree e)strongly disagree 11.Online training programs are available in the org a)Strongly agree b)agree c)not decided d)disagree e)strongly disagree 12.Your feedback after training program is valued by the management a)Strongly agree b)agree c)not decided d)disagree e)strongly disagree 13.The factor job requirement influences me to participate in the training a)Strongly agree b)agree c)not decided d)disagree e)strongly disagree 14.I am satisfied with the appropriateness of the training courses to my job a)Strongly agree b)agree c)not decided d)disagree e)strongly disagree 15.What are the methods followed while training a)coaching b)lecture c)seminar d)job rotation 16.How often training is conducted a)monthly b)quarterly c)half yearly d)annually 17.Proper training sessions have impact on learning of employees a)Strongly agree b)agree c)not decided d)disagree e)strongly disagree 18.Is management trying to update employee skills a)Strongly agree b)agree c)not decided d)disagree e)strongly disagree 73

19.The T & D program decrease stress,tension,frustration & conflict among the employees a)Strongly agree b)agree c)not decided d)disagree e)strongly disagree 20.Do you feel T management a)Strongly agree b)agree c)not decided d)disagree e)strongly disagree 21. Proper planning is necessary while training a)Strongly agree b)agree c)not decided d)disagree e)strongly disagree 22. T & D program helps to handle additional work. a)Strongly agree b)agree c)not decided d)disagree e)strongly disagree & D program improve relationship between workers and

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A2.Annexure II BIBLIOGRAPHY:

Books:
1. David A. Decenzo/Stephen P. Robins (2004) Personal and Human Resource

Management
2. A. Monappa (2004), Personal Management. 3. Kanka, Human Resource Management. 4. K.Aswathappa, Human Resource and Personnel Management, Tata McGraw

Hill, 2007
5. Biswajeet Pattanayak (2005), Human Resource Management, 6. Subharao, Human Resource Management 7. Edwin B.Flippo, Personnel Management, McGraw Hill. 8. C.R.Kothari, Reseaech Methodology.

Web Sites:
1. www.wikipedia.org 2. www.naukrihub/training and development.com 3. www.citehr.com
4. www.mbaguys.net

5. www.adityabirla.com

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